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| Criterion |  Systems Thinking Polarity Mapping |  Business Strategy McKinsey 7S |  Decision Making DACI |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 2-4 h | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | 3-12 | 2-10 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | 7S Assessment, Alignment Gaps, Change Actions | DACI Matrix, Decision Owner, Decision Log | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | OrganizationStrategyAlignmentChange | DecisionRolesGovernanceAlignment | ChangeDecisionStrategy |